2019-20 Budget Process

• Reduce budget by $3 million for fiscal years 2020-22 while staying competitive and mission-driven
• Preserve existing Board of Education and college priorities (see below) to the extent possible
• Achieve this through strategic/targeted cuts, efficiencies and revenue builders
• Phase in over two years
• Maintain scope of the budget reduction to general funds only, not enterprise funds

FISCAL YEAR 2019-20 CCC BOARD OF EDUCATION PRIORITIES

• Guided pathways
  • Continue associated planning and implementation
• Diversity Equity and Inclusion (DEI)
  • Continue associated planning and implementation
• Financial sustainability
  • Retaining students
  • Increasing enrollment
  • Creating efficiencies
  • Generating revenue
• Community engagement

FISCAL YEAR 2017-21 CCC STRATEGIC PRIORITIES

• College Readiness: Strengthen curricular, instructional, and student services partnerships with high schools in our College's district to improve readiness for Clackamas Community College.
• Financial Sustainability: Increase institutional resources and capacity to better fulfill our mission.
• Academic Innovation and Relevance: Continue to create an overall portfolio of high-quality, relevant, innovative and evidence-based instructional methods, programs, environments and models in order to better serve our students and community
• Guided Pathways: Degree- and certificate-seeking students will have clearly articulated guided educational and career pathways based on each student's stated intent.

• Provide abundance of communication throughout the process.
• Approach budget reductions with care.
• Minimize negative impacts on student success, academic excellence, and the health and safety of students and employees.
• Make data-informed decisions.
• Identify reasonable efficiencies wherever possible.
• Instill a sense of accountability for CCC's financial management and fiscal stewardship in every employee.
• Ensure shared governance process.
• Build in time for people to process, react and weigh in.
• Make clear where decisions are being made vs. where ideas are being vetted.
• Take care of each other throughout this process (e.g., manage stress and anxiety).

This fall, the college Leadership Cabinet and Budget Advisory Group established and agreed upon the following key criteria to evaluate budget reduction ideas. Academic program areas will be further evaluated based on a rubric that accounts for various internal and external factors.

How does this budget cut specifically and directly impact:

• Student success?
• Academic excellence?
• The health and safety of students and employees?
• Campus operations such as facilities cleanliness and maintenance, grounds and building aesthetics or building temperature comfort?
• The ability of staff and students to receive technological support?
• College operations related to human resources and business services?
• College strategic priorities and Board of Education goals?
• Student recruitment and enrollment?
• A college revenue stream now or in the future?
• A current cost to a future cost that will be compounded?
• Efforts to engage and partner with external entities?
• Legal mandates or requirements?
• The college's ability to meet its mission?

CCC developed divisional budget reduction targets to move the college toward its overall budget reduction target of $3 million. These are targets only, and reductions will not be applied across the board. CCC will use a strategic approach to reductions using the following guiding principle and criteria. These targets are intended to create a starting point for reduction ideas/concepts.

CCC will evaluate budget reduction ideas to weigh alternatives and explore the service impacts, financial impacts and potential unintended consequences. As the college evaluates budget reduction ideas, we will consider the long-term impacts of CCC's ability to fulfill its mission, goals and priorities.

CCC will engage a shared governance process whereby budget reductions ideas can be submitted by any college employee and they will be vetted by many groups. CCC will collect input from the entire community once the initial vetting and narrowing of potential reductions has taken place at the Budget Advisory Group, Leadership Cabinet and Executive Team.

CCC will provide transparency in the vetting process to the extent possible, given consideration to potentially impacted employees and requirements of the collective bargaining agreements.

The college will not accept anonymous budget reduction ideas as follow-up questions need to be directed back to those submitting budget reduction ideas.

During the budget reduction process, the college will also seek short-term actions to address the budget gap. These include:

• Scrutinizing the filling of all vacant or vacated positions via existing review processes
• Continuing the Strategic Enrollment Management plan
• Investigating opportunities for operational efficiencies
• Pursuing alternative revenue streams

The following is an outline of the budget reduction process. Please note that some dates may change and that this is not an exhaustive list.

• September
  • Develop budget reduction process and incorporate into budget development process timeline.
  • Send all-staff message after in-service.
• October
  • Leadership Cabinet discuss/approve budget reduction criteria.
  • First Budget Advisory Group (BAG) meeting to review/approve criteria.
  • All-staff communication of budget reduction process overview and context.
  • Establish template for employees to submit and assess ideas.
• November-January
  • Deans and executive directors review submitted ideas within their area of oversight and prioritize suggestions.
  • Budget reduction ideas not specific to one dean or executive director will go to Leadership Cabinet for discussion.
  • All prioritized budget reduction lists from deans and executive directors will go to Leadership Cabinet for discussion.
  • After Leadership Cabinet, all prioritized lists from deans and executive directors will come to Executive Team for final ranking.
  • Impacted departments will receive advance notification of potential reduction.
• January
  • BAG, Leadership Cabinet and Executive Team review ranked budget reduction ideas to narrow the list.
• February
  • Send all-staff message and hold open forums to share reduction options.
  • Share budget reduction options at College Council, Presidents’ Council, Associated Student Government and Vice Presidents’ meeting.
  • Communicate with budget reduction idea submitters as needed.
• March
  • BAG meeting will review appeals from budget reduction submitters or others who don’t want to see a proposed reduction advance.
• April
  • Last budget forecast goes to the Board of Education.
• May
  • Send all-staff message of final reduction decisions, and the proposed budget presented to Board of Education.
• June
  • Budget is approved by the Board of Education.

CCC will utilize the shared governance principles to disseminate and share information with the college community. The concept of shared governance is to provide staff and students involvement in decision making in a climate of mutual trust and respect. The goal of shared governance is to reach solutions through a collaborative decision-making process.

Budget Advisory Group

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• John Chang, Executive Director, Foundation
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Tara Sprehe, Dean, Academic Foundations and Connections
• Cynthia Risan, Dean, Technology, Applied Science and Public Services
• Jason Kovac, Dean, Institutional Effectiveness and Planning
• Sue Goff, Dean, Arts and Sciences
• Bob Cochran, Dean, Campus Services
• Dion Baird, Dean, Information Technology Services
• Darlene Geiger, Associate Dean, Instruction and Student Services
• Jennifer Anderson, Associate Dean, Enrollment and Student Services
• Jarett Gilbert, Associate Dean, Technology, Applied Science and Public Services and Director, Health Sciences
• Shalee Hodgson, Associate Dean, Technology, Applied Science and Public Services
• Lisa Reynolds, Associate Dean, Arts and Sciences
• Katrina Boone, Associate Dean, Institutional Effectiveness and Planning
• Jeff Shaffer, Dean, Business Services
• Lisa Davidson, Executive Director, Connections with Business and Industry
• Tom Sonoff, Director, College Safety
• Adela Arguello, representing Full-time Faculty Association
• Leslie Ormandy, President, Part-time Faculty Association
• Kelly Lawrence, Co-President, Classified Association
• Andrea Csavajda, representing Classified Association
• Matt Goff, President, Administrative/Confidential Group
• Sheila Baack, representing Classified Association
• Dustin J Bates, President, Full-time Faculty Association
• Jay Leuck, representing Full-time Faculty Association
• Michael R. Price, representing Part-time Faculty Association

Leadership Cabinet

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• John Chang, Executive Director, Foundation
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Tara Sprehe, Dean, Academic Foundations and Connections
• Cynthia Risan, Dean, Technology, Applied Science and Public Services
• Jason Kovac, Dean, Institutional Effectiveness and Planning
• Sue Goff, Dean, Arts and Sciences
• Bob Cochran, Dean, Campus Services
• Dion Baird, Dean, Information Technology Services
• Darlene Geiger, Associate Dean, Instruction and Student Services
• Jennifer Anderson, Associate Dean, Enrollment and Student Services
• Jarett Gilbert, Associate Dean, Technology, Applied Science and Public Services and Director, Health Sciences
• Shalee Hodgson, Associate Dean, Technology, Applied Science and Public Services
• Lisa Reynolds, Associate Dean, Arts and Sciences
• Katrina Boone, Associate Dean, Institutional Effectiveness and Planning
• Jeff Shaffer, Dean, Business Services
• Lisa Davidson, Executive Director, Connections with Business and Industry
• Tom Sonoff, Director, College Safety

Presidents' Council

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Dustin Bates, President, Full-time Faculty Association
• Leslie Ormandy, President, Part-time Faculty Association
• Kelly Lawrence, Co-President, Classified Association
• Matt Goff, President, Administrative/Confidential Group
• Cynthia Risan, Chair, College Council

Executive Team

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• Jeff Shaffer, Dean, Business Services
• Tara Sprehe, Dean, Academic Foundations and Connections
• Melissa Richardson, Chief Human Resources Officer
• Lori Hall, Executive Director of College Relations and Marketing
• John Chang, Executive Director, Foundation

• 2019-20 Adopted Budget
• Comprehensive Annual Financial Report 2018-19
• 2020-21 Budget Reduction Template
• 2020-21 Budget Communication Plan
• Budget Forum Handout

• Since fall, we have been working through a budget reduction process. Prior to the March 11 Board of Education meeting, the college was projecting a $4.9 million budget deficit in year three of our budget forecast. The board approved a tuition increase, which brought the deficit to a projected $4.3 million. While many of the reductions made as part of the Proposed Budget mitigated much of this deficit, the impacts related to COVID-19 have created much more uncertainty in the forecast and could be as much as $5 to $10 million over the upcoming three years due to many large potential impacts, the extent of each are unknown at this point.
• Community colleges in Oregon have three main sources of funding: tuition and fees, state funding, and property taxes. Here is what we know as of today:
  • Tuition: Due to the shift to online learning and the need to cancel a significant number of career technical education classes, our reimbursable FTE is down 33% for spring term. We can expect continued declines in enrollment this summer and if we remain online in the fall. Year to date, we are down about $1 million in tuition from what was forecasted.
  • State funding: We heard from the state that we should expect a state funding budget cut of up to 8.5% for the biennium that would take effect in full for our 2020-21 fiscal year, which is about $4.8 million for CCC. Also, it is unknown what our funding will be for the next biennium. We will not know until July or August of 2020.
  • Property taxes: During the Great Recession, property taxes went down from 4.5% to around 3%, then later went down to 1-2%. We could optimistically be closer to 3% this upcoming year but that would still be about a million-dollar impact over the next few years to the forecast.
• Link to May 13 Board of Education budget update: https://v3.boardbook.org/Public/PublicItemDownload.aspx?ik=46396232
• We will bring the Proposed Budget to the Budget Committee on May 27 and June 2, and the Board of Education will adopt the budget on June 24.

• Short-term budget issues are issues that tend to be one-time in nature. You need to institute immediate and untraditional resources to mitigate those one-time shortfalls to ensure you have funds to get through the end of the fiscal year.
  • For 2020-21, we have potential one-time issues of up to $6 million due to COVID-19, and there are not enough readily available one-time funds to cover this deficit without compromising the college's financial position.
• We are submitting for reimbursement of COVID-related impacts, up to $949,000 from federal relief funds.
• After July, we will be going deeper on the cut list from the fiscal year 2020-21 budget process.
• Funds originally earmarked for innovation, equipment, and major maintenance will be repurposed to help the balance next year.
• Other reserve fund balances are being reviewed, and as a last resort, the General Fund ending fund balance reserves could be used.
• We are freezing the hiring of nearly all vacant positions.
• Part-time classified positions have been furloughed where feasible due to no work.
• Other furloughs to other employee groups may occur.
• We are advocating for potential federal funds that may flow through the state to the college.
• We are meeting with state legislators on May 27 to update them on COVID-19 impacts to the college and demonstrate the need to maintain state funding levels.

• Long-term forecast issues are ongoing, structural deficits - in essence, the operating revenues (property taxes, state funding, and tuition) aren't enough to pay for the expenses to operate the college (primarily made up of personnel costs).
• Currently the college has operated with a structural deficit for three consecutive years (burning into its set-aside reserves from prior years).
• The existing structural deficit is at $2.5 to $3 million/year, and grows each year, up to $5 million/year next biennium if the Community College Support Fund (CCSF) funding remains at $641 million.
  • The college has been preparing to take large-scale staff reductions in the near future due to the existing structural deficit that we had prior to COVID-19.
• What will our long-term structural deficit be impacted by?
  • Unless the stock market comes back into positive earnings for the current calendar year, PERS rates could impact the budget by as much as $1 million per year beginning in fiscal year 2021-22.
  • Potential future reductions to the CCSF allocation. The existing forecast assumes $641 million in funding. There are more indicators that this amount could go down, not up, next biennium.
  • Decreases to property tax collections
  • Instability of enrollment
• How much do we need to save to deal with that?
  • We need to cut at least $3 million now to obviate the structural deficit in the forecast, as the deficit will grow with COVID-19 impacts playing out in future years.
  • We may have additional cuts going forward with PERS rate increases or CCSF reductions as well as changes to any of our three primary funding streams.
• How is that related to layoffs?
  • Ongoing cuts are needed to address the ongoing structural deficit.
  • The college's budget is 84% personnel, which doesn't provide for many alternatives to cutting positions.
• We have a structural ongoing deficit, which has to be addressed by reducing ongoing expenses (not one-time strategies, such as reserves or the ending fund balance).
• The budget gap for fiscal year 2020-21 grew so much since COVID-19 has begun that the college cannot rely on short-term strategies alone and has to shift to larger long-term actions given the number of uncertainties and likelihood that the long-term, structural issues are going to get worse before they get better.

• We've thought a lot about this and discussed it with the Board of Education and Associated Student Government. We have decided to not proceed with a mid-year tuition increase above the approved $5 increase for the 2020-21 academic year at this time for several reasons:
  • Community college students are some of the most vulnerable members of the community, and they are facing financial challenges right now.
  • Tuition as a college revenue string brings in approximately $14.5 million annually. A $1 increase in tuition per credit hour would bring in an additional $140,000 annually.
  • In order to balance the structural deficit, the increase in tuition would be more than $20/credit hour.

• Below are the budget reductions that were identified over the course of the year that are included in the proposed 2020-21 budget.

• Additional reductions to the budget from the list may be made after July 1. Other possible reductions include and are not limited to:
  • Three furlough days for all employees
  • Evening space consolidation
  • Elimination of the leadership development budget
  • Shifting the use of the PERS Reserve Fund forward one year
  • Reducing the Innovation Fund
  • Reducing the Equipment Fund
  • Reducing the Major Maintenance Fund
  • Reducing the ITS Enterprise System Reserve Fund

• The ending fund balance is a one-time source of funds to mitigate an immediate, short-term budget gap. Once used, a formal, written plan needs to be presented to the Board of Education for a replenishment, making these funds not a match for the needed ongoing structural reductions.
• The Board of Education would need to change the Ending Fund Balance Policy for a permanent reduction, and again it would only generate one-time savings, not prevent large-scale staff reductions to correct the long-term structural deficit.
• Government Finance Officers Association (GFOA) best practices for ending fund balances are currently 10% of operating revenues (nearly all community colleges in Oregon follow this standard).
• The college’s credit and bond ratings are based on aligning our ending fund balance policy with best practices.

• The college has been discussing two forms of furloughs:
  • Furloughs can be when an employee temporarily has no work to do.
  • Furloughs can also be unpaid work days throughout the year.
• A layoff is when a position is eliminated.

• In March, we fully furloughed 51 part-time classified employees due to a lack of work.
• On May 15, we gave layoff notices to 21 full-time classified positions, one part-time position and reduction of hours to four classified employees. The 21 full-time layoffs and one part-time layoff generates $1.8 million, and the four employees with a reduction in hours generates $165,000.
  • There are currently eight vacant classified positions that we will not be filling at this time.
• If the Classified Association does furloughs days, can some layoffs be restored?
  • Furloughs are one-time savings measures, not ongoing; therefore, furloughs could potentially defer some future cuts, but they do not eliminate the need for layoffs.

• Eight full-time positions have been put on hold to provide space for additional salary savings in the fiscal year 2020-21 budget.

• Part-time faculty have been impacted by fewer sections of courses available to teach and the uncertainty of future sections becoming available.

• Administration will face 10% in ongoing personnel cuts that will be equivalent to the elimination of four positions.
• In addition, there will be at least 6-8 furlough days over the next year for Administration/Confidential, depending upon income and level in organization.
• Hiring freezes are being applied to most vacant administrative positions.

• The college has reported that up to 45 FTE (full-time equivalent) layoffs may occur in the budget reduction process. That could occur through the fall budget development process, and the number is representative of layoffs in all employee groups.
• Currently, this includes 21 layoffs of classified staff, along with eliminating the equivalent of four administration positions, and eight full-time faculty positions currently on hold.
• The positions being eliminated were equally distributed between Instruction and Student Services and College Services.

• Who was involved?
  • Discussions took place at Leadership Cabinet, administration, and Executive Team.
• What was the process and values?
  • To the extent possible, allow students to continue progressing forward
  • To comply with the governor’s executive orders
  • To keep our students, faculty, and staff safe and healthy
  • To keep the college fiscally solvent; to meet our legal obligation to have a balanced budget in light of the substantial negative impact on our main funding streams resulting from COVID-19 (tuition and fees, state funding, and property taxes)
  • To minimize impacts to students when and where possible
  • To ensure the college’s critical business operations are maintained
  • To make layoff and/or furlough decisions based on available work
• Why weren’t all probation positions eliminated first?
  • When cuts are happening within a specific department that has probationary employees, those probationary positions are eliminated first.
• Why aren’t part-time classified positions being eliminated before full-time classified positions?
  • Part-time positions are not part of the ACE/Classified bargaining unit, and there is not a requirement to cut those positions before cutting full-time classified.

• We know greater financial challenges are coming due to the impacts of COVID-19, and we didn’t want to make large personnel decisions in the summer when some people are off contract.
• We also know that the longer we wait, the deeper the cuts we would need to make, and we would have less flexibility and resources to make them.
• The possibility of the state being able to increase or keep the Community College Support Fund (CCSF) is slim. It's unlikely that they can match our current CCSF, and there is no foreseeable relief coming in the short term.

• The Academic Program Reduction/Elimination Process is a means to evaluate academic programs and subject areas based on their costs and contributions to the college and community. The evaluation could result in the reduction or elimination of academic programs or subject areas at the college. Currently, it is proposed to operate in four phases; however, the process is open for revision based on college feedback.  
  • Phase One is complete, with the creation and vetting of criteria and a process that has moved forward. Included in that process is a method for understanding the revenues and expenses of programs and subject areas.
  • Phase Two involves the creation of a rubric based on other, non-financial criteria to determine the viability of a program or subject area. It also includes the analysis of programs based on revenues and expenses.
  • Phase Three involves the application of the rubric to programs and subject areas whose expenses exceed the revenues they produce. The number of programs and subject areas will narrow through Phase Two and Three.  
  • Phase Four will therefore involve a much smaller number of programs and subject areas. The Vice President of Instruction and Student Services and Deans of Instruction and Student Services will respond to specific questions regarding the impact of elimination or reduction of a program and create a report for the Executive Team. The Executive Team will then make decisions about programs and subject areas based on this report.   
• Who is involved?
  • Phase One: Vice President of Instruction and Student Services, Deans of Instruction and Student Services, Presidents’ Council, College Council, the college community.  
  • Phase Two: A workgroup  of classified, full-time faculty, part-time faculty and the Vice President of Instruction and Student Services; Deans of Instruction and Student Services, Dean of Business Services.  
  • Phase Three: Vice President of Instruction and Student Services and Deans of Instruction and Student Services; College Council; Presidents’ Council; college community.
  • Phase Four: Vice President of Instruction and Student Services; Deans of Instruction and Student Services; Presidents’ Council; College Council; the Executive Team; and the college community.    
• What is the timeline?
  • Work started in fall 2019. 
  • Phase One is complete.
  • Phase Two in progress, winter, spring 2020.
  • Phases Two, Three complete, fall 2020. 
  • Phase Four begun fall 2020, complete by January 2021.

• What is it?
  • The reorganization is a plan to organize the Instruction and Student Services (InSS) divisions in order to enable a reduced number of staff while still providing support and services to faculty, staff, and students.      
    • Draft InSS reorganization

• Who is involved?
  • In early May, the Instructional and Student Services deans were asked to provide proposals for a possible reorganization of their divisions as part of considering layoffs of staff. The InSS deans did this anonymously, and CCC’s Vice-President of Instruction and Student Services integrated common suggestions into a plan. The InSS deans met to discuss the plan weighing pros and cons of the proposals.
• Why now?
  • Reorganizing now enables the college to address the structural operating deficit (to the extent it doesn’t grow), in a way that aligns best with serving students.
  • The financial challenges require the college to be transformative and adaptive.
• When will it start? 
  • Campus input and consultation will be solicited between May 18 and June 26. Final decisions to be made by June 30. Implementation beginning Aug 1.
  • The initial classified employee layoff process is scheduled to end mid-July. However, the bumping process may continue through summer. We will do our best to place employees prior to the start of fall term. 
• Is the College Services Division reorganizing, too?
  • College Services is not undergoing any changes in organization at this time.

• Throughout this year’s budget development process, shared governance and communication have been a critical part of the work. Early on the college identified a scope and objectives, priorities and guiding principles, which can all be found further down on this web page.
• Avenues of shared governance and communication used include, but are not limited to:
  • Budget Advisory Group meetings
  • Presidents’ Council meetings
  • College Council meetings
  • Leadership Cabinet meetings
  • Board of Education meetings
  • Department Chairs and Directors meetings
  • Associated Student Government meetings
  • Administration/Association meetings
  • Budget Forums
  • Post Budget Forum Survey
  • Frequent email communications
  • Tim Talks
  • Budget Process website updates

• Complete the fiscal year 2020-21 Budget Adoption process:
  • May 27 – CCC Budget Committee reviews proposed budget
  • June 2 – CCC Budget Committee approves budget
  • June 24 – CCC Board of Education takes action to adopt budget
• Finish vetting the Instruction and Student Services reorganization plan
• Continue to monitor financial levers that impact the forecast
• Continue to work with the bargaining units on impacts related to COVID-19
• The state announced its May forecast on the 20th, which gave us a better picture of state funding.
• All-staff budget forums on Thursday, May 21, at 3 p.m. and Friday, May 22, at 10 a.m.
• It is likely the state legislature will convene this summer to announce budget adjustments, including a reduction in community college funding.

• The Foundation has raised more than $150,000 through its COVID-19 Relief Fund to provide internet connection, computers, tuition and fees, and classroom materials to ensure education is accessible to all students.
• Student services has brought all their services online to assist prospective and current students. They are working on a Virtual One-Stop that will be on the web.
• President Cook has assembled an Innovation Team to explore new ways to bring in revenue to the college.
• College Relations and Marketing has a robust spring and summer marketing campaign for high school seniors, four-year university students and displaced workers, as well as a retention campaign for current students.

Dear colleagues,

I hope this email finds you well. It has been a month since my last budget update, and though we are still working from home and teaching online, we are starting to better understand the impact COVID-19 is having on community colleges.

Since fall, we have been working through a budget reduction process. Prior to the March 11 Board of Education meeting, the college was projecting a budget deficit in year three of our budget forecast of $4.9 million. That evening, the board approved a tuition increase, which brought the deficit to a projected $4.3 million. That figure has now dramatically escalated.

As a reminder, community colleges in Oregon have three main sources of funding: tuition and fees, state funding, and property taxes. Here is what we know as of today:

• Tuition: Due to the shift to online learning and the need to cancel a significant number of career technical education classes, our reimbursable FTE is down 29% for spring term. We can expect continued declines in enrollment this summer and if we remain online in the fall. Year to date, we are down about $1 million in tuition from what was forecasted.

• State funding: We heard from the state that we should expect a state funding budget cut of up to 25% for our 2020-21 fiscal year, which is about $4.8 million for CCC. Also, it is unknown what our funding will be for the next biennium.

• Property taxes: During the Great Recession, property taxes went down from 4.5% to around 3%, then later went down to 1-2%. We could optimistically be closer to 3% this upcoming year but that would still be about a $300,000 annual impact to the budget.

Along with decreased revenue, our expenses are increasing. PERS costs continue to escalate, and there are increased costs associated with the new association contracts.

Next steps

The Executive Team is moving forward with the recommended budget reductions to be reflected in the annual budget, which is approved by the Budget Committee and adopted by the Board of Education.

We are also evaluating additional budget strategies, including:

• Furlough days for all employees
• Fund-level reductions (e.g., PERS reserve fund, innovation fund)
• Academic program reductions/eliminations
• Hiring freezes
• Interim furloughs
• Layoffs

I have also asked for a group of volunteers to start thinking about innovation and college advancement strategies. This group will look for ways to bring more revenue and students to the college.

These are not easy decisions to make. We are already lean, and every position is valued. As we proceed with budget reductions, we will keep our objective of doing the least amount of harm to our students, our services, and our faculty and staff while remaining fiscally sustainable.

Upcoming dates

• May 27 – CCC Budget Committee reviews proposed budget
• June 2 – CCC Budget Committee approves budget 
• June 24 – CCC Board of Education takes action to adopt budget

For more information regarding the budget reduction process, email budget@clackamas.edu.

Lastly, I want to commend all of you for adapting to our new teaching and working environments and for your dedication to our students and the college. You have overcome many unforeseen obstacles and found innovative solutions. We will continue to be challenged as we operate under state mandates and into recovery. We are heading into some hard times right now, but together we will get through it. Be well.

Best regards,

Tim

Dear Colleagues,

I'm writing today to inform the college community that in consultation with the Executive Team and Leadership Cabinet, I have decided to rescind the layoff/position reductions as well as the Instruction and Student Services (InSS) reorganization. All layoff notifications sent to classified employees are revoked.

The reason for this decision is two-fold. First, the information we are receiving from the state regarding funding keeps changing, and second, I have heard from many of you who feel the college is moving too quickly with these changes.

Back in April, the Higher Education Coordinating Commission (HECC) told community colleges to prepare for an 8.5% reduction in the 2019-2021 biennium state funding due to the economic impacts of COVID-19. This translated to a 22.7% mid-fiscal year (2020-2021) reduction, which equated to a $4.8 million reduction to our budget. We were also told that we could expect a significant drop in state revenue for the 2021-2023 biennium, which would, in turn, create a bleak long-term forecast in state funding.

Taking that information, coupled with our existing structural operating deficit of $3 million for fiscal year 2021-22 and more than a $1 million loss of tuition revenue spring term, we determined an immediate need to generate salary savings to balance the budget going forward. On Thursday, June 11, the message we had been hearing from the HECC changed dramatically. We were told their initial estimate in cuts may not be accurate, and the percentage is more likely to be around 3%, which is $1.7 million for CCC.

It was announced today that the state legislature will meet in special session starting June 24 to make budget amendments that may impact our state funding. Please note, though there may be a sliver of hope about state and federal funding, the college still has a structural operating deficit we need to address, but this affords us time to get more staff and faculty involvement in the process. I've heard you clearly that you want to give feedback on the layoffs and the reorganization.

What employee-related budget reductions are still happening?

• Classified Association: The Work Share program will continue through July 26, with the possibility of extension if the program is extended. Vacant positions will still be frozen.
• Part-time classified: Part-time classified who were furloughed due to the lack of work are still furloughed.
• Full-time faculty: Discussions will be held in fall regarding vacant positions.
• Part-time faculty: There are no changes to part-time faculty.
• Administrative/confidential: Admin/Confidential participation in Work Share is optional, and the required 6-8 furlough days are still moving forward.

I met with the Classified Association leadership about rescinding the layoffs, and all impacted employees and their directors have been contacted. I acknowledge the trauma the layoff notifications have caused, and we still need to have hard conversations during next year's budget development process, beginning in October 2020. But we now have more time to explore our options and see if we are able to save some positions. With additional time, we will be able to talk about forecast scenarios as well as the InSS reorganization with the college community.

We will look for ways to engage you during the 2021-22 budget process. I will keep the college community informed and engaged as our funding landscape becomes clearer.

Best regards,

Tim

Dear colleagues,

As we navigate how we offer high-quality education to our students in this uncertain time of COVID-19, the college is continuing its work to balance our budget for the next fiscal year. Right now, we have a few knowns and a lot of looming unknowns due to COVID-19.

Since fall, we have been working through a budget reduction process. Prior to the March 11 Board of Education meeting, the college was projecting a budget deficit of $4.9 million. That evening, the board approved a tuition increase, which brought the deficit to a projected $4.3 million.

We solicited your input on budget reductions, efficiencies, and revenue generation ideas. We received 37 proposals, which we presented to the college in February. In March, the Executive Team narrowed the list of proposals to 20 that would balance our budget. We allowed time for staff and faculty to review the narrowed list of proposals and make appeals. We received four appeals, which the Executive Team will review and take into consideration. Also, in an effort to reduce layoffs, we also offered early separation incentives this spring, which so far 19 people have taken advantage of. The deadline for this program has been extended to April 15.

Next steps

• April 6 - Executive Team reviewed appeals
• May 6 - CCC Budget Committee reviews proposed budget
• May 13 - CCC Budget Committee approves budget
• June 24 - CCC Board of Education takes action to adopt budget

COVID-19 impacts

There are a few things we know now about COVID-19’s impact to the college, including:

• 20% decline in spring enrollment over last year
• Projected additional 3% increase to our PERS rates due to recent economic downturn, which is significant

As we head toward the end of this fiscal year, we will be watching many COVID-19 levers that could also impact our budget, such as:

• Any decrease/increase of tuition paying students
• Salary savings due to early separation or vacancies
• Stimulus package recovery
• State funding decreases or mid-year cuts

As these impacts become more readily apparent, the college will make adjustments as necessary. It is likely that we will be experiencing impacts from this pandemic for several years, both harmful and beneficial.

I know this year, and especially this spring, has been tough for many of us. I want to commend the college community for your participation and decorum throughout the budget reduction process. Our objectives were to do the least amount of harm to our students, our services, and our faculty and staff while remaining fiscally sustainable. I believe we have accomplished our objectives while closing the budget gap.

Best Regards,

Tim

Dear colleagues,

As Covid-19 impacts all of our work and lives we will continue to update you on impacts to the college. In the meantime, we are continuing our work on the budget process and are at the point of recommended tuition and fee increases, budget reductions, unit plan requests, and filling vacant faculty positions. As of last week, we had a $4.88 million budget deficit. The following are decisions by the Board of Education and recommendations of the Executive Team to close that gap.

TUITION AND FEES

The Board of Education voted March 11 to implement the following tuition and fees effective summer term:

BUDGET REDUCTIONS

The Executive Team is recommending the following budget reductions:

UNIT PLAN REQUESTS

The Executive Team also approved the following unit plan requests:

FACULTY POSITIONS

The Executive Team is recommending to fill nine of the 11 currently vacant positions.

The combination of tuition/fee increases, budget reductions, and unit planning, enables the college to balance its budget through fiscal year 2022.

The college expects to see some additional savings through the voluntary separation incentives. However, those savings are yet to be determined as employees have through the end of March to submit their notice of intent.

APPEALS PROCESS

If there is a budget reduction recommendation that you don’t agree with or think will have unintended/unforeseen consequences, please let us know by April 4. Email budget@clackamas.edu with the proposal description, why you are appealing it, who it will impact, and possible consequences.

NEXT STEPS

• April 4 - Appeals deadline
• April 6 - Executive Team appeals review
• May 6 - CCC Budget Committee reviews budget proposal
• May 13 - CCC Budget Committee approves budget proposal
• June 24 - CCC Board of Education takes action on budget

I want to commend the college community for your continued involvement and engagement in this year’s budget process. We are making sacrifices in many areas, finding efficiencies, and prioritizing our needs in a strategic manner. This has not been easy, especially in light of the spread of COVID-19 and the unknown impacts it will undoubtedly have on our enrollment and our ability to serve students.

As always, if you have any questions or would like to talk to me about the budget, please let me know.

Best,

Tim Cook

Dear colleagues,

This is a reminder of the budget proposal forums that are slated for this week:

• Feb. 26 - Budget forum, 3-4 p.m., Harmony West, Room 120/130, Harmony campus
• Feb. 27 - Budget forum, 10-11 a.m., ITC, Room 203B, Oregon City campus

These are sessions to review the budget reduction, efficiency and revenue proposals and ask clarifying questions.

In my Feb. 14 message, I wrote that the Executive Team would narrow the list of proposals before bringing them to you. However, on further reflection, we want your input on all of the proposals that were reviewed by our Budget Advisory Group (BAG). Attached are the proposals along with descriptions, savings/revenue, service level impacts and number of positions impacted. You can also find it further down, under "Budget documents".

Can't attend in person? You can join in remotely via Zoom. Find details at the end of this email on how to join the Zoom meeting.

Additionally, we have created an online form where you can comment on any or all of the proposals. Click here for the form: https://www.surveymonkey.com/r/TMQH7D6

The forums are an opportunity to ask clarifying questions about these proposals, and the survey is an opportunity to provide feedback on specific budget proposals. The deadline to give feedback is 5 p.m. March 4.

The Executive Team will take all the feedback from you and the tuition information from the March 11 Board of Education meeting and narrow down the list of proposals. During the week of March 16th through spring break, there will be an appeals process. The budget reduction proposal process should wrap up the first week of April.

Upcoming key dates:

• March 6 - College Council budget update
• March 10 - Budget Advisory Group meeting
• March 11 - Board of Education approves tuition and fee schedule
• March 16-29 - Appeals process
• March 20 - College Council budget update

The formal budget proposal will go to the CCC Budget Committee for discussion on May 6 with a second read and approval on May 13. The Board of Education will take action on the budget at its June 24 meeting.

I would like to commend the college community for staying engaged and thoughtful throughout the budget reduction process. The next couple of weeks will be difficult as the reductions will start becoming a reality, and we will need to make hard decisions. Please be mindful of how this process might be impacting your colleagues and remember to take care of yourself as well.

Best regards,

Tim

Dear colleagues,

At Wednesday's Clackamas Community College Board of Education meeting, the board received a financial forecast and discussed tuition and fees for the next academic year. The following recommendations were made to the board:

• Tuition: (in-state) Increase $8 per credit hour, from current year $103 to $111 for 2020-21; no increase for out-of-state and international
• General Student Fee: Increase from $2.50 per credit to $3.00 per credit
• Student Technology Fee: Increase from $5.50 per credit to $6.00 per credit
• College Service Fee: Increase from $28 per term to $30 per term

Raising tuition $8 per credit would generate $1.2 million. The tuition recommendation was presented to members of Associated Student Government during their weekly meeting this week, and two student forums are being planned over the next couple of weeks to garner additional student feedback. Tuition and fee recommendations will be on the March Board of Education agenda for a final decision.

Each year, the board receives a multiyear financial projection that assists the college in developing its budget for the following year. When we started messaging about the budget earlier this year, you were told the gap was around $3 million. With increased costs associated with bargaining agreements, and decreased tuition revenues, that gap has grown to $4.89 million for the three-year forecast, ending FY 2021-22.

To close that gap, we are continuing our work on the budget reduction process. On Tuesday, the Budget Advisory Group (BAG) met to review the submitted budget reduction, efficiency and revenue proposals. Each proposal was scored on 12 category rubric, assessing perceived impact in a variety of areas, such as student success, safety, external partners, and diversity, equity and inclusion to name a few.

Next week, the Executive Team will review those rankings and narrow down the list of proposals. That list will then be shared with the college community for your input. Please participate in the Feb. 26 and 27 budget forums, where we will review the proposals. For those who cannot attend the forums, there will be an opportunity to participate via an online survey.

We are also engaged in a process to analyze academic programs. The process for that analysis and the criteria were finalized through Presidents' Council and College Council. We will be sharing elements of that process in February and March, including the financial analysis of programs and subject areas and a draft method for evaluating programs based on the criteria we finalized.

Upcoming key dates:

• Feb. 25 - Cost Analysis for Academic Programs Q&A, 3-4:30 p.m., McLoughlin Auditorium
• Feb. 26 - Budget forum, 3-4 p.m., Harmony West, Room 120/130, Harmony campus
• Feb. 27 - Budget forum, 10-11 a.m., ITC, Room 203B, Oregon City campus
• March 6 - College Council budget update
• March 10 - Budget Advisory Group meeting
• March 13 - Board of Education approves tuition and fee schedule and financial forecast update
• March 20 - College Council budget update

This is not easy work, and there are no easy decisions. We can neither ask our students to bear the burden of the entire budget shortfall, nor can the college absorb the shortfall without significantly impacting student success. We need to find the right mix of tuition and fee increases and budget balancing measures. For more information regarding the budget reduction process, visit www.clackamas.edu/budget-process or email budget@clackamas.edu.

Once again, I thank everyone for their work on this process and request your continued engagement. I'm confident we will weather this challenge together and move forward in the best interests of student success.

Best Regards,

Tim

• Financial Forecast
• Tuition and Fees

Dear Clackamas Community College Colleagues,

Thank you all for putting time and energy into this year's Faculty Forum process. The decisions about the approved positions included the thoughtful perspectives of faculty, staff, and administrators throughout the Forum process.

The timeline for the process:

NOV. THROUGH DEC. 2019

• Materials were placed in advance in an online forum using a Moodle site.
• The online forum was available starting Nov. 26, ending Dec. 6.
• The face-to-face forum was held on Dec. 6.
• A survey tool, available in the online forum, was used to gather feedback until Dec. 16.

DECEMBER THROUGH TODAY

• Full-time faculty and Instructional deans reviewed survey results.
• Full-time faculty leadership met with instructional deans to consult on the prioritization of requested positions.
• Deans communicated with Department Chairs about approved positions.

There were 11 faculty members who retired or left the college and 17 proposed faculty positions put forward by academic departments. Because of our current budget situation, this year's process will be different than the last several years.

In reviewing our pat-time faculty to full-time faculty ratio, the college is contractually required to fill at least nine (eight) faculty positions. Through a review of the faculty forum survey and enrollment data, faculty leadership and instructional and student service deans came to consensus on those nine faculty positions that will be filled, as well as the prioritization of the remaining eight positions. We are announcing positions that can be filled now, even though there may be more positions authorized, in order to start the hiring process as soon as possible.

NEXT STEPS

We are asking the Budget Advisory Group (BAG), that includ3es representation from full-time faculty, pat-time faculty, classified employees, administrative employees and associated student government, to provide feedback about how many more faculty positions should be funded. That is, we will fill nine faculty positions, and will ask BAG how many more positions (if any) the college should fill from the 17 faculty positions requested, given current budget constraints.

If the Executive Team, with feedback from BAG, authorizes more than nine positions, we will fill positions based on the prioritization that faculty leadership and instruction and student services deans agreed on.

Finally, we are also in the midst of the academic program and curriculum reduction and elimination analysis. If that analysis results in a position being eliminated and that position would have been filled based on the prioritized list, we will go to the next proposed faculty position on the list.

Because of the changes to the process this year, I, deans and faculty leaders will hold an open forum on Monday, Feb. 3, at noon, in Gregory Forum A, to answer any questions about the process.

OUTCOME

Approved for 2020-21 opening, arranged alphabetically:

• Auto Collision
• Biology
• Criminal Justice and Human Services
• Dental Assistant
• Economics
• Environmental Science
• Manufacturing
• Medical Assistant
• Nursing Assistant

Prioritized list of positions, that may yet be filled pending BAG feedback and academic reduction/elimination process:

• Library
• Political Science
• Philosophy
• Developmental Reading/Writing
• Instructional Support and Professional Development
• Marketing
• Music Theory
• Composition Coordinator

Thanks to all who participated in and contributed to this process!

Updated Jan. 29, 2020:

• Academic Program Reduction/Elimination Process
• Faculty Forum Survey Results

Dear colleagues,

With winter term now underway, we continue our work to close the college's budget gap of $3 million for 2020-21. As a reminder, our funding comes from three sources: tuition, property taxes and the state. Property taxes have remained a relatively flat source of income, funding from the state is still not enough to maintain our current service level and the CCC Board of Education has prioritized keeping tuition affordable for our students.

Along with increased PERS impacts, increasing costs related to bond projects and anticipated increases of employee salaries and benefits, we simply cannot balance our budget without identifying some reductions. For the last three years, we have used reserves to balance the budget. Those reserves have gone down from $15.9 million to $3.7 million, which is a 77 percent depletion of reserves in just three years.

This fall, we solicited suggestions from you on how we can trim our budget, find efficiencies and create new sources of revenue. In all, we received about 25 proposals and many ideas. We are now ready to start the next phase of the budget reduction process by reviewing the proposals and soliciting input from the college community.

As part of the budget reduction process, we are also reviewing all instructional programs to determine whether we should reduce or eliminate any of them. We are using a comprehensive set of criteria, including financial and mission-related criteria, to ensure any decisions we make are best for the college. We will continue to consult with faculty and staff for each phase of this process.

Here is a timeline of key dates and some opportunities to stay engaged and informed.

Key dates through March:

• Jan. 9 - Board of Education approved the budget principles and assumptions for 2020-21 budget development
• Jan. 13-14 - College leadership discuss budget proposals
• Jan. 28 - Budget Advisory Group (BAG) reviews unit plan budget requests, budget proposal rubric, and tuition and fees
• Feb. 11 - BAG will apply the rubric to the budget proposals and review the process for academic program reduction or elimination
• Feb. 12 - Board of Education conducts first reading of 2020-21 tuition and fees
• Feb. 25 - Cost Analysis for Academic Programs Presentation with discussion opportunities
• Mid-February-mid-March - Budget appeals process
• March - Analysis of academic programs for reduction or elimination is shared with stakeholders
• March 13 - Budget Forecast Update, and Board of Education approves tuition and fee schedule

Engagement opportunities through March:

• Jan. 17 - College council budget update, including review of academic program reduction or elimination criteria and process
• Jan. 21 - Budget Q&A, 3-4 p.m., Harmony West, Room 172, Harmony campus
• Jan. 22 - Budget Q&A, 2-3 p.m., Gregory Forum, Oregon City campus
• Feb. 7 - College Council budget update
• Feb. 21 - College Council budget update
• Feb. 25 - Cost Analysis for Academic Programs presentation with discussion opportunities
• Feb. 26 - Budget Forum, 3-4 p.m., Harmony West, Room 120/130, Harmony campus
• Feb. 27 - Budget Forum, 10-11 a.m., ITC, Room 203B, Oregon City campus
• March 6 - College Council budget update
• March 20 - College Council budget update

To view the budget process communication/engagement plan, click here. For more information on the budget process, visit www.clackamas.edu/budget-process.

I am thankful to those who have been participating in this difficult process, and I encourage everyone to please stay involved. I will continue to give budget updates throughout this process to help keep the college community informed. As always, my door is open to anyone who would like to talk about the budget and the deficit.

In November, Vice President of Instruction and Student Services David Plotkin held two open forums to discuss the criteria and process for an Academic Program Reduction/Elimination analysis. During those sessions, participants were told a simple survey with two open-ended questions would be sent out in order to gather feedback. Here is the link to that survey:

https://www.surveymonkey.com/r/6C2NGZW

Below is a link to a slightly revised version of the document David Plotkin sent out originally, based on feedback received about process and timeline. In addition, David Plotkin heard in those sessions several themes:

• Questions concerning equity need to be highlighted in the analysis.
• The process needs to remain transparent.
• Faculty and staff representatives want to participate in drafting a rubric based on the criteria.
• The process should be careful and deliberate, not rushed.

If you have any additional questions, suggestions or concerns, please respond to the survey. We will compile the answers and use them to make adjustments to criteria and process. David Plotkin will share a compilation of responses – reserving the right to edit any responses, for instance if they call out individuals or departments.

Other upcoming opportunities:

• Dec. 10, 1-2 p.m., McLoughlin Auditorium: Open session outlining the cost analysis of academic programs.
• Dec. 11, 2-3 p.m., Harmony Community Room: Open session outlining the cost analysis of academic programs.

UPDATED FEB. 11, 2020: Academic Program Reduction/Elimination Process

Annually, the CCC Board of Education receives a multiyear financial projection that sets the stage for budget development for the next budget year. The board received this projection during its Nov. 13, 2019, meeting.

The forecast shows estimated results based on assumptions about trends in both revenues and expenses and explains the assumptions for the upcoming biennia. This presentation is provided to understand budget impacts, and will affect resource allocations for future budget years.

• Budget Forecast Presentation, Nov. 13, 2019

The college is projected to enter the 2020-21 fiscal year with a deficit, growing to $3 million the following year.

There are three factors impacting the Clackamas Community College budget that are generating concern related to CCC's ability to meet future financial obligations:

• Limited budget support at the state level
• Declining student enrollment
• Escalating PERS costs

Other contributing factors include operating in a deficit for the last three years and having one of the lowest tuition rates in the state of Oregon.

We know that the use of one-time funds will not sustainably address recurring operating deficits and that 84% of the college's budget is personnel and employees who are key to CCC's ongoing success and the success of our students.

During the 2019-20 academic year, the college will undergo an inclusive and transparent $3-million budget reduction process.

Budget process

Scope and objectives

• Reduce budget by $3 million for fiscal years 2020-22 while staying competitive and mission-driven
• Preserve existing Board of Education and college priorities (see below) to the extent possible
• Achieve this through strategic/targeted cuts, efficiencies and revenue builders
• Phase in over two years
• Maintain scope of the budget reduction to general funds only, not enterprise funds

Priorities

Fiscal year 2019-20 CCC Board of Education priorities:

• Guided pathways
  • Continue associated planning and implementation
• Diversity Equity and Inclusion (DEI)
  • Continue associated planning and implementation
• Financial sustainability
  • Retaining students
  • Increasing enrollment
  • Creating efficiencies
  • Generating revenue
• Community engagement

Fiscal year 2017-21 strategic priorities:

• College Readiness: Strengthen curricular, instructional, and student services partnerships with high schools in our College's district to improve readiness for Clackamas Community College.
• Financial Sustainability: Increase institutional resources and capacity to better fulfill our mission.
• Academic Innovation and Relevance: Continue to create an overall portfolio of high-quality, relevant, innovative and evidence-based instructional methods, programs, environments and models in order to better serve our students and community
• Guided Pathways: Degree- and certificate-seeking students will have clearly articulated guided educational and career pathways based on each student's stated intent.

Budget reduction guiding principles:

• Provide abundance of communication throughout the process.
• Approach budget reductions with care.
• Minimize negative impacts on student success, academic excellence, and the health and safety of students and employees.
• Make data-informed decisions.
• Identify reasonable efficiencies wherever possible.
• Instill a sense of accountability for CCC's financial management and fiscal stewardship in every employee.
• Ensure shared governance process.
• Build in time for people to process, react and weigh in.
• Make clear where decisions are being made vs. where ideas are being vetted.
• Take care of each other throughout this process (e.g., manage stress and anxiety).

Budget reduction process criteria

This fall, the college Leadership Cabinet and Budget Advisory Group established and agreed upon the following key criteria to evaluate budget reduction ideas. Academic program areas will be further evaluated based on a rubric that accounts for various internal and external factors.

How does this budget cut specifically and directly impact:

• Student success?
• Academic excellence?
• The health and safety of students and employees?
• Campus operations such as facilities cleanliness and maintenance, grounds and building aesthetics or building temperature comfort?
• The ability of staff and students to receive technological support?
• College operations related to human resources and business services?
• College strategic priorities and Board of Education goals?
• Student recruitment and enrollment?
• A college revenue stream now or in the future?
• A current cost to a future cost that will be compounded?
• Efforts to engage and partner with external entities?
• Legal mandates or requirements?
• The college's ability to meet its mission?

Reduction targets

CCC developed divisional budget reduction targets to move the college toward its overall budget reduction target of $3 million. These are targets only, and reductions will not be applied across the board. CCC will use a strategic approach to reductions using the following guiding principle and criteria. These targets are intended to create a starting point for reduction ideas/concepts.

Evaluation of budget reduction ideas

CCC will evaluate budget reduction ideas to weigh alternatives and explore the service impacts, financial impacts and potential unintended consequences. As the college evaluates budget reduction ideas, we will consider the long-term impacts of CCC's ability to fulfill its mission, goals and priorities.

CCC will engage a shared governance process whereby budget reductions ideas can be submitted by any college employee and they will be vetted by many groups. CCC will collect input from the entire community once the initial vetting and narrowing of potential reductions has taken place at the Budget Advisory Group, Leadership Cabinet and Executive Team.

CCC will provide transparency in the vetting process to the extent possible, given consideration to potentially impacted employees and requirements of the collective bargaining agreements.

The college will not accept anonymous budget reduction ideas as follow-up questions need to be directed back to those submitting budget reduction ideas.

Short-term actions

During the budget reduction process, the college will also seek short-term actions to address the budget gap. These include:

• Scrutinizing the filling of all vacant or vacated positions via existing review processes
• Continuing the Strategic Enrollment Management plan
• Investigating opportunities for operational efficiencies
• Pursuing alternative revenue streams

Process timeline

The following is an outline of the budget reduction process. Please note that some dates may change and that this is not an exhaustive list.

• September
  • Develop budget reduction process and incorporate into budget development process timeline.
  • Send all-staff message after in-service.
• October
  • Leadership Cabinet discuss/approve budget reduction criteria.
  • First Budget Advisory Group (BAG) meeting to review/approve criteria.
  • All-staff communication of budget reduction process overview and context.
  • Establish template for employees to submit and assess ideas.
• November-January
  • Deans and executive directors review submitted ideas within their area of oversight and prioritize suggestions.
  • Budget reduction ideas not specific to one dean or executive director will go to Leadership Cabinet for discussion.
  • All prioritized budget reduction lists from deans and executive directors will go to Leadership Cabinet for discussion.
  • After Leadership Cabinet, all prioritized lists from deans and executive directors will come to Executive Team for final ranking.
  • Impacted departments will receive advance notification of potential reduction.
• January
  • BAG, Leadership Cabinet and Executive Team review ranked budget reduction ideas to narrow the list.
• February
  • Send all-staff message and hold open forums to share reduction options.
  • Share budget reduction options at College Council, Presidents’ Council, Associated Student Government and Vice Presidents’ meeting.
  • Communicate with budget reduction idea submitters as needed.
• March
  • BAG meeting will review appeals from budget reduction submitters or others who don’t want to see a proposed reduction advance.
• April
  • Last budget forecast goes to the Board of Education.
• May
  • Send all-staff message of final reduction decisions, and the proposed budget presented to Board of Education.
• June
  • Budget is approved by the Board of Education.

Shared governance

CCC will utilize the shared governance principles to disseminate and share information with the college community. The concept of shared governance is to provide staff and students involvement in decision making in a climate of mutual trust and respect. The goal of shared governance is to reach solutions through a collaborative decision-making process.

Advisory and decision-making groups membership

Budget Advisory Group:

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• John Chang, Executive Director, Foundation
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Tara Sprehe, Dean, Academic Foundations and Connections
• Cynthia Risan, Dean, Technology, Applied Science and Public Services
• Jason Kovac, Dean, Institutional Effectiveness and Planning
• Sue Goff, Dean, Arts and Sciences
• Bob Cochran, Dean, Campus Services
• Dion Baird, Dean, Information Technology Services
• Darlene Geiger, Associate Dean, Instruction and Student Services
• Jennifer Anderson, Associate Dean, Enrollment and Student Services
• Jarett Gilbert, Associate Dean, Technology, Applied Science and Public Services and Director, Health Sciences
• Shalee Hodgson, Associate Dean, Technology, Applied Science and Public Services
• Lisa Reynolds, Associate Dean, Arts and Sciences
• Katrina Boone, Associate Dean, Institutional Effectiveness and Planning
• Jeff Shaffer, Dean, Business Services
• Lisa Davidson, Executive Director, Connections with Business and Industry
• Tom Sonoff, Director, College Safety
• Adela Arguello, representing Full-time Faculty Association
• Leslie Ormandy, President, Part-time Faculty Association
• Kelly Lawrence, Co-President, Classified Association
• Andrea Csavajda, representing Classified Association
• Matt Goff, President, Administrative/Confidential Group
• Sheila Baack, representing Classified Association
• Dustin J Bates, President, Full-time Faculty Association
• Jay Leuck, representing Full-time Faculty Association
• Michael R. Price, representing Part-time Faculty Association

Leadership Cabinet:

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• John Chang, Executive Director, Foundation
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Tara Sprehe, Dean, Academic Foundations and Connections
• Cynthia Risan, Dean, Technology, Applied Science and Public Services
• Jason Kovac, Dean, Institutional Effectiveness and Planning
• Sue Goff, Dean, Arts and Sciences
• Bob Cochran, Dean, Campus Services
• Dion Baird, Dean, Information Technology Services
• Darlene Geiger, Associate Dean, Instruction and Student Services
• Jennifer Anderson, Associate Dean, Enrollment and Student Services
• Jarett Gilbert, Associate Dean, Technology, Applied Science and Public Services and Director, Health Sciences
• Shalee Hodgson, Associate Dean, Technology, Applied Science and Public Services
• Lisa Reynolds, Associate Dean, Arts and Sciences
• Katrina Boone, Associate Dean, Institutional Effectiveness and Planning
• Jeff Shaffer, Dean, Business Services
• Lisa Davidson, Executive Director, Connections with Business and Industry
• Tom Sonoff, Director, College Safety

Presidents' Council:

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• Lori Hall, Executive Director of College Relations and Marketing
• Melissa Richardson, Chief Human Resources Officer
• Dustin Bates, President, Full-time Faculty Association
• Leslie Ormandy, President, Part-time Faculty Association
• Kelly Lawrence, Co-President, Classified Association
• Matt Goff, President, Administrative/Confidential Group
• Cynthia Risan, Chair, College Council

Executive team:

• Tim Cook, President
• Alissa Mahar, Vice President, College Services
• David Plotkin, Vice President, Instruction and Student Services
• Jeff Shaffer, Dean, Business Services
• Tara Sprehe, Dean, Academic Foundations and Connections
• Melissa Richardson, Chief Human Resources Officer
• Lori Hall, Executive Director of College Relations and Marketing
• John Chang, Executive Director, Foundation

Budget documents

• 2019-20 Adopted Budget
• Comprehensive Annual Financial Report 2018-19
• 2020-21 Budget Reduction Template
• 2020-21 Budget Communication Plan
• Budget Forum Handout

Dear colleagues,

Clackamas Community College's mission is to provide accessible quality education to the community. This means keeping tuition affordable and offering the courses and services students need. As you know, all of this comes at a cost. Unfortunately, state funding has not kept pace with inflation and costs associated with PERS have continued to escalate. This has resulted in the college operating in a deficit for the last three years, using reserves to balance the budget.

Like many of our peer community colleges across the state, we are now facing the need for a budget reduction. CCC is projected to enter the 2020-21 fiscal year with a deficit, growing to $3 million the following year.

We know that the use of one-time funds (such as deferring maintenance for a year) will not sustainably address recurring operating deficits and that 84% of the college's budget is personnel and employees who are key to CCC's ongoing success and the success of our students. Consequently, during the 2019-20 academic year, the college will undergo an inclusive and transparent $3-million budget reduction process.

Over the course of this year, I am asking the entire college to participate in this process. This term, the college's Leadership Cabinet, Executive Team and Budget Advisory Group developed a list of criteria for budget reduction considerations along with guiding principles. Now, I am asking you to submit your ideas for budget reductions, efficiencies and revenue builders, which will then be reviewed by deans and executive directors and then leadership.

Early next year, there will be opportunities for the college community to weigh in on the reductions being considered. Finally, the Board of Education will approve the final budget in June.

To start the process, we have developed budget reduction targets by division and associated departments in order to move the college toward its overall budget reduction target of $3 million. The natural response in a time like this is to point at other departments or services as targets for reductions. I want to stress that these are targets only, and cuts will not be applied across the board. Please be thoughtful in your proposals and remember that what makes Clackamas a great place to work is our care for each other. We will use a strategic approach to reductions using the criteria for budget cuts. These targets cut amounts are intended to create a starting point for reduction ideas/concepts.

To submit your budget reduction, efficiency or revenue recommendations, please first review the criteria on the Budget Reduction Process webpage, then fill out the attached template and email it to budget@clackamas.edu by Dec 16. We welcome ideas both broad and narrow.

In order to illustrate the magnitude of the proposed budget reduction, below is an example of what $3 million in reductions could look like if these cuts were across the board:

Communication will be paramount during this process. There will be opportunities to learn about the process and share your ideas and opinions, including budget forums, college council meetings, Associated Student Government meetings, all-staff emails and the webpage, which will be updated frequently (this web page).

Hopefully this announcement is no surprise as I talked about our financial forecast at fall inservice and mentioned it in my Sept. 24 all-staff email. We have also been talking with associations about this topic throughout the bargaining process.

Though I wish we were not in this financial situation, I do look forward to working collaborative with the college community to find solutions, stretch our dollars and think strategically. I am confident we will find the savings we need to balance our budget while still providing the education and services our students deserve.

If you have questions or concerns about this process, please contact Vice President of College Services Alissa Mahar at 503-594-3009 or alissa.mahar@clackamas.edu.

Best regards,

Tim